FY2021 BUSINESS PLAN AND BUDGET - ADOPTED - Foothill Transit

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FY2021 BUSINESS PLAN AND BUDGET - ADOPTED - Foothill Transit
FY2021 BUSINESS PLAN
         AND BUDGET
             ADOPTED
FY2021 BUSINESS PLAN AND BUDGET - ADOPTED - Foothill Transit
Foothill Transit Business Plan and Budget FY 2021

    Foothill Transit Leadership
    Governing Board                                                                                              Executive Board                      Senior Management
    CLUSTER 1                                CLUSTER 3                                CLUSTER 5                  Chair
    Claremont                                Arcadia                                  County of Los Angeles                                           Executive Director
                                                                                                                 Cynthia Sternquist                   Doran J. Barnes
    Councilmember Corey Calaycay             Mayor Roger Chandler                     Jimmy Lin
                                                                                                                 Cluster 5 - County of Los Angeles
    Alternate: Councilmember Ed Reece        Alternate: Mayor Pro Tem Sho Tay         (Representing Supervisor
                                                                                      Janice Hahn)                                                    Deputy Executive Director
                                                                                                                 Vice Chair                           Kevin Parks McDonald
    La Verne                                 Bradbury
                                                                                                                 Corey Calaycay
    Counsilmember Rick Crosby                Councilmember Richard G. Barakat         Cynthia Sternquist
                                                                                                                 Cluster 1 - Claremont                Director of Customer Service and Operations
    Alternate: Mayor Pro Tem Tim Hepburn     Alternate: Mayor Pro Tem                 (Representing Supervisor
                                             D. Montgomery Lewis                      Kathryn Barger)                                                 LaShawn King Gillespie
                                                                                                                 Board Member
    Pomona                                                                                                       Gary Boyer
    Councilmember Robert S. Torres           Duarte                                   Sam Pedroza                                                     Director of Maintenance and Vehicle Technology
                                                                                                                 Cluster 2 - Glendora                 Roland Cordero
    Alternate: Mayor Tim Sandoval            Councilmember Tzeitel Paras-Caracci      (Representing Supervisor
                                             Alternate: Councilmember                 Hilda Solis)
                                                                                                                 Board Member                         Director of Marketing and Communications
    San Dimas                                Toney Lewis
                                                                                                                 Becky Shevlin                        Felicia Friesema
    Mayor Emmett Badar                                                                                           Cluster 3 - Monrovia
    Alternate: Councilmember                 Monrovia
    John Ebiner                              Councilmember Becky Shevlin                                                                              Director of Information Technology
                                                                                                                 Board Member                         Donald Luey
                                             Alternate: VACANT
                                                                                                                 Cory C. Moss
    Walnut                                                                                                       Cluster 4 - Industry
    Councilmember Andrew Rodriguez           Pasadena                                                                                                 Director of Procurement
    Alternate: Councilmember Nancy Tragarz   Councilmember Margaret McAustin                                                                          Christopher Pieper
                                             Alternate: Mayor Terry Tornek                                       Executive Board Alternates           Director of Finance and Treasurer
                                                                                                                                                      Michelle Lopes Caldwell
    CLUSTER 2                                Temple City                                                         Cluster 1 - San Dimas
    Azusa                                    Councilmember Fernando Vizcarra                                     Emmett Badar                         Director of Planning
    Councilmember Edward J. Alvarez          Alternate: Councilmember William Man
                                                                                                                                                      Joseph Raquel
    Alternate: Mayor Pro Tem Uriel Macias                                                                        Cluster 2 - West Covina
                                                                                                                 Dario Castellanos                    Director of Facilities
    Baldwin Park                             CLUSTER 4                                                                                                Sharlane Bailey
    VACANT                                   El Monte                                                            Cluster 3 - Duarte
    Alternate: Mayor Pro-Tem Paul C.         Councilmember Jessica Ancona                                        Tzeitel Paras-Caracci                Director of Government Relations
    Hernandez                                Alternate: Mayor Pro-Tem Maria Morales                                                                   David Reyno
                                                                                                                 Cluster 4 - La Puente
    Covina                                   Diamond Bar                                                         Valerie Muñoz
    Mayor Pro-Tem Jorge A. Marquez           Mayor Steve Tye
    Alternate: Councilmember John C. King    Alternate: Mayor Pro Tem Nancy A. Lyons                             Cluster 5 - County of Los Angeles
                                                                                                                 Jimmy Lin
    Glendora                                 Industry
    Councilmember Gary Boyer                 Mayor Cory C. Moss
    Alternate: Mayor Michael Allawos         Alternate: Councilmember Abraham N. Cruz

    Irwindale                                La Puente
    Mayor Albert Ambriz                      Councilmember Valerie Muñoz
    Alternate: Mayor Pro-Tem Larry Burrola   Alternate: Mayor Pro Tem Violeta Lewis

    West Covina                              South El Monte
    Councilmember Dario Castellanos          Councilmember Hector Delgado
    Alternate: Mayor Tony Wu                 Alternate: Mayor Gloria Olmos

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FY2021 BUSINESS PLAN AND BUDGET - ADOPTED - Foothill Transit
Foothill Transit Business Plan and Budget FY 2021

    Table of Contents

              01 Executive Summary                                           05 Funding Sources
                                                                               38 Funding Sources
                 8 Executive Summary
                 9 Mission Statement and Values
                10 Overall System Performance
                11 Initiatives for FY2020 and FY2021                         06 Budget Summary
                                                                              44 Revenue Summary

              02 Agency And Service Summary                                   45 Expenditure Summary
                                                                              46 Operating Expenses by Department
                14 Agency History                                             47 Capital Summary
                16 Organization Structure
                19 Foothill Transit Fleet and Facilities
                20 Service Changes Proposed for the Next Three Years         07 Capital Budget
                22 Major Capital Projects Planned for the Next Three Years
                                                                              50 Capital Program

              03 Key Performance Indicators
                                                                             08 Operating Budget
                26 Overall System Statistics
                                                                              58 Operating Budget and Department Summary
                27 Goals and Performance Targets
                                                                              60 Customer Service and Operations
                                                                              62 Maintenance and Vehicle Technology

              04 Agency Initiatives                                           64 Marketing and Communications
                                                                              66 Information Technology
                32 FY2020 Completed Initiatives                               68 Administration
                33 FY2021 Agency Initiatives                                  70 Procurement
                                                                              72 Government Relations
                                                                              74 Finance
                                                                              76 Planning
                                                                              78 Facilities

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FY2021 BUSINESS PLAN AND BUDGET - ADOPTED - Foothill Transit
01
EXECUTIVE SUMMARY
FY2021 BUSINESS PLAN AND BUDGET - ADOPTED - Foothill Transit
Foothill Transit Business Plan and Budget FY 2021

    Executive Summary                                                                                       Foothill Transit Mission
                                                                                                            To be the premier public transit provider committed to Safety, Courtesy, Quality,
    The COVID-19 global pandemic has fundamentally reshaped the heart of all shared, community
                                                                                                            Responsiveness, Efficiency, and Innovation.
    driven mobility. This FY2021 Business Plan and Budget is a product of that reshaping and accom-
    modates within an ever shifting financial and cultural landscape what challenges we can reason-
    ably predict and adds flexibility for the ones we cannot. For the moment, this also means tem-          Values
    porarily forgoing the pursuit of higher ridership in favor of community health needs that dictate
                                                                                                            ACCOUNTIBILITY
    continued physical distancing on board public transit, mandated mask wearing, and disinfection
                                                                                                            We educate, encourage, and endorse a strong culture of safety at all levels of the
    protocols. Ridership is expected to significantly decrease in FY2021. The FY2020 estimated num-         organization, valuing the responsibility entrusted in us by the communities that we serve.
    bers illustrate a significant negative impact due to the pandemic. This is separate from the overall
    ridership decline experienced by the Southern California region over the past four years.               RESULTS
                                                                                                            We value the achievement of organizational goals and initiatives as defined in our business
    In anticipation of a successful vaccine and an eventual safe return to denser commuting patterns,       plan and involving all levels of the organization.
    Foothill Transit is moving forward on key capital projects designed to improve the access to and
    experience of public transit in our region. Those projects include construction of the Mt. San An-      INTEGRITY
    tonio College Transit Center; implementation of a hydrogen fuel cell powered sub-fleet; and new         We are committed to high ethical standards based on accountability, honesty, respect and
    CNG bus procurements.                                                                                   transparency, and a high level of fiscal responsibility.

                                                                                                            GRATITUDE
    The Coronavirus Aid, Relief, and Economic Security (CARES) Act was passed by Congress and
    signed into law on March 27, 2020, and contained $25 billion for public transit agencies through-       We are a team united in thankfulness for each other; we express gratitude for our many
                                                                                                            opportunities by investing our time and energy in our community and industry, and through
    out the United States. Foothill Transit will receive $33 million of federal grant funds which can be
                                                                                                            the open expression of appreciation.
    used for impacts from COVID-19 experienced after January 20, 2020. Examples of eligible uses
    include operating expenses and COVID-19 related procurements. Foothill Transit has programmed           INCLUSION
    these revenues to pay for FY2021 operating expenses as these revenues will replace sales tax
                                                                                                            We are committed to creating a culture that facilitates equal access to opportunity and
    revenues which are forecast to be negatively impacted by the pandemic.                                  promotes participation among our diverse and talented team members, valuing the unique
                                                                                                            perspectives that everyone brings.
    The total agency-wide budget of $196.8 million includes operating costs of $107.4 million and a
    capital program of $89.4 million. The major elements of the operating budget, purchased trans-          TEAM MEMBERS
    portation and fuel and electricity, total $88.3 million or 83 percent of the total operating budget.    Our care for each other magnifies the care we provide to our communities, so we endeavor
    The capital program includes $255.2 million of capital projects to be completed in the next five        to practice compassion, embodying the best of our humanity to one another. We are also
    years. The majority of capital funding continues to be programmed for bus replacement as we             committed to supporting the team through education, development and recognition.
    transition to a fully zero emission bus fleet.
                                                                                                            COMMUNICATION

    Foothill Transit’s top priority is always safety, which now includes a higher level of attention to     We value and are committed to open, honest, and respectful discussion which is responsive,
                                                                                                            informative, and constructive.
    public health while maintaining safe access to our communities’ work centers, hospitals, and oth-
    er vital services. We are continuing to closely scrutinize customer response to the changing pub-       SUSTAINABILITY
    lic health environment and responding with flexibility and care. We anticipate that this may mean
                                                                                                            We embrace sustainability because it benefits all aspects of our business while helping our
    reductions in trip frequencies or possible temporary rerouting as commuting patterns change in          communities by protecting the environment through measured and responsible stewardship
    response to increased telework and telemedicine availability.                                           of resources.

    This is a year of change and uncertainty and maintaining flexibility as new information becomes
    available will be crucial in allowing us to meet the goals of our mission and collectively respond in
    a way that delivers the best program of service that best meets our communities’ needs.

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FY2021 BUSINESS PLAN AND BUDGET - ADOPTED - Foothill Transit
Foothill Transit Business Plan and Budget FY 2021

     Overall System Performance                                                                   Agency Initiatives FY2020 and FY2021
     This chart shows a comparison of Foothill Transit’s overall system performance for FY2019,
     the projected performance for FY2020, and the targeted performance goals for FY2021.
                                                                                                  FY2020 Completed Initiatives
                                                                                                      Duarte Service Implementation
                                                                                                      CAD/AVL System Replacement
                                                                                                      Covina Transit Center and Park & Ride
                                                                                                      Fare Restructuring Implementation – Phase II

                                                                                                  FY2021 Initiatives
                                                                                                      Comprehensive Operational Analysis (COA)
                                                                                                      ExpressLanes Operations
                                                                                                      Fare Technology
                                                                                                      Zero Emissions Fleet
                                                                                                      Fuel Cell Bus Procurement
                                                                                                      Mobility as a Service
                                                                                                      Mt. SAC Transit Center
                                                                                                      Website Redesign

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FY2021 BUSINESS PLAN AND BUDGET - ADOPTED - Foothill Transit
02
     AGENCY AND
SERVICE SUMMARY
FY2021 BUSINESS PLAN AND BUDGET - ADOPTED - Foothill Transit
Business Plan and Budget FY 2020-FY 2021

                                                                                                           received a $10.2 million TIGGER II grant in early 2011 to expand the electric bus program. This
                                                                                                           funding enabled the purchase of 12 additional electric vehicles for use on Line 291 serving the
                                                                                                           Pomona Transit Center. In July 2014, Line 291 became the first all-electric, zero emissions bus line
                                                                                                           in operation in Los Angeles County. In May 2016, Foothill Transit embarked on a bold new vision
                                                                                                           to fully electrify the bus fleet by 2030.

                                                                                                           To best serve the organization and stakeholders, Foothill Transit began the transition to in-house
     Agency History                                                                                        management on June 15, 2013, by hiring its first full-time employee, Executive Director Doran
                                                                                                           J. Barnes. Doran had previously served as Executive Director since 2003 under a management
                                                                                                           contract with Veolia Transportation (later renamed to Transdev). At the direction of the Board,
     Foothill Transit was created in 1988 as a unique joint powers authority following the Southern        senior leadership and technical staff were hired and the management services contract with
     California Rapid Transit District (SCRTD) announcement of service cuts and fare increases             Transdev was amended, which resulted in management of Foothill Transit being brought in-
     that would negatively impact the San Gabriel Valley. The Los Angeles County Transportation            house on July 1, 2013. Bus operations and maintenance, Transit Store operations, and bus stop
     Commission (LACTC) approved Foothill Transit’s application to assume operation of 14 lines            installation, signage, and cleaning continue to be provided under contracts with private firms.
     previously operated by SCRTD. Foothill Transit was tasked by community leaders to provide
     quality public transportation, while reducing costs and improving local control.                      Foothill Transit began providing service to the first agency-owned parking structure, the Industry
                                                                                                           Park & Ride, on October 7, 2013, to provide more convenient and predictable commuting options
     Foothill Transit service began in December 1988 with the operation of two fixed-route bus lines       for residents of the San Gabriel and Pomona Valleys. The structure houses 622 parking spaces
     formerly operated by SCRTD – Lines 495 and 498. The remaining 12 lines approved by the LACTC          and its construction allowed for the introduction of Line 495 – Foothill Transit’s first and only
     were transferred to Foothill Transit operation over a period of five years. The new agency also       commuter line to offer non-stop service into downtown Los Angeles.
     assumed administration of the Bus Service Continuation Project and began providing service on
     an additional six lines that were cancelled by SCRTD. Foothill Transit performed an analysis of       Foothill Transit’s second Park & Ride facility – the Azusa Intermodal Transit Center – opened
     regional transit needs which resulted in changes to existing lines, increased weekday service, and    in January 2016 in the City of Azusa. The structure is shared by the City of Azusa, the Gold
     introduced new weekend service and additional service to connect communities.                         Line Foothill Extension, and Foothill Transit. The Azusa Intermodal Transit Center, immediately
                                                                                                           adjacent to the parking structure includes infrastructure for electric bus charging to facilitate
     Foothill Transit now operates 39 fixed-route local and express lines, covering over 300 square        near term plans to fully electrify Line 280, which is a north-south route traveling between Azusa
     miles in eastern Los Angeles County and provides approximately 13 million rides per year (pre-        and the Puente Hills Mall.
     pandemic). This number is up from 9.5 million at the time of Foothill Transit’s formation.
                                                                                                           In June 2016, Foothill Transit assumed operation of Lines 190, 194, and 270 from LA Metro – the
     At its inception, Foothill Transit relied on contractor-provided operations facilities to maintain    largest service expansion in 14 years. Lines 190 and 194 provide service from El Monte to Pomona
     its growing fleet. Then in 1997, Foothill Transit opened its first agency-owned operations facility   along corridors that were not previously served by other Foothill Transit lines. Additionally,
     in Pomona. Construction was completed on the second agency-owned operations facility in               Line 270 serves the cities of Monrovia and El Monte, while connecting passengers to the newly
     Arcadia in 2002. In 2007, the administrative offices moved from leased property to the current        constructed Gold Line Station.
     address at 100 S. Vincent Ave. in West Covina. The purchase of the administrative building
     enabled the investment of capital dollars to offset ongoing operating costs associated with the       In February 2017, Foothill Transit achieved an important milestone in the agency’s quest towards
     lease of the previous office space. Foothill Transit began converting its diesel-fueled fleet to      sustainability as it became the first bus-only public transit system in North America to attain the
     compressed natural gas in 2002. Fleet conversion was completed when the final diesel-fueled           American Public Transportation Association’s (APTA) Sustainability Commitment Platinum Level.
     bus was retired in late 2013.                                                                         APTA’s recognition highlights the agency’s effort in being responsible stewards of the resources
                                                                                                           that are entrusted to us, and our ability to develop and implement sustainable processes.
     Agency growth continued in 2007 as Foothill Transit launched the region’s first cross-valley, high
     occupancy bus service – the Silver Streak. Covering approximately 45 miles from Montclair to          In 2020, after years of planning and cooperative efforts, Foothill Transit opened its second
     downtown Los Angeles, the Silver Streak route spends about five percent of its total trip time on     agency-owned park and ride and transit center near downtown Covina. The Covina Transit
     surface streets by utilizing freeways and High Occupancy Toll (HOT) lanes for quick commuting         Center serves as the primary regional anchor for the agency’s newest Commuter Express Line
     between designated station stops, mimicking the efficiency and speed of light rail.                   490. Foothill Transit also began the year with record participation in its highly successful college
                                                                                                           Class Pass program with plans to add Cal Poly Pomona to the list of participating campuses in
     Continuing its commitment to adopt low emissions technology, the agency took a bold step              the fall. An on campus transit center at Mt. San Antonio College will bring unparalleled student
     in 2010 with the implementation of the first-of-its-kind, zero emissions battery electric buses.      access to transit to the school that started the Class Pass program in the first place. Both the
     Funded through the American Recovery and Reinvestment Act of 2009 (ARRA), these vehicles              Covina Transit Center opening and the Class Pass program were sidelined in April by the global
     were the first heavy duty zero emissions, battery electric public transit buses that utilized in-     COVID-19 pandemic, which was the direct cause of severe ridership declines. As our commuting
     route fast charging capability. This technology enabled them to remain in service throughout the      and educational environment shifts in the face of a global pandemic, Foothill Transit is heading
     day without having to leave the route to be charged before returning to service. Foothill Transit     into the new fiscal year with heightened awareness, focus, and flexibility.

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FY2021 BUSINESS PLAN AND BUDGET - ADOPTED - Foothill Transit
Foothill Transit Business Plan and Budget FY 2021

     Organization Structure
     General membership in the Foothill Transit Joint Powers Authority includes one city council
     member and one alternate from each of the 22 cities in the Foothill Transit service area and
     three appointed representatives for the County of Los Angeles.

     A five-member Executive Board governs Foothill Transit: four elected officials representing four
     clusters of cities, and the fifth member is elected by the Los Angeles County representatives
     (Cluster Five).

     The Board directs policy that is implemented by a directly employed administrative staff. On-
     street operations and front-line customer service are provided through contracts with Keolis
     Transit Services and Transdev.

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FY2021 BUSINESS PLAN AND BUDGET - ADOPTED - Foothill Transit
Foothill Transit Business Plan and Budget FY 2021

     Foothill Transit Fleet and Facilities
     West Covina Administrative Office
     100 S. Vincent Ave. Suite 200, West Covina, CA

     Arcadia/Irwindale Operations and Maintenance Facility
     5640 Peck Rd., Arcadia, CA

     Pomona Operations and Maintenance Facility
     200 S. East End Ave., Pomona, CA

            FLEET             QUANTITY                SEATS           FUEL

                                                 TOTAL CNG             328

                                          TOTAL ELECTRIC                35

                                                       TOTAL           363

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Foothill Transit Business Plan and Budget FY 2021

     Service Changes Proposed for the Next Three Years                                                    networks in other key corridors. The completion of the bus signal priority system along the
                                                                                                          route of Line 187 will also help system reliability; this same technology can be implemented
     This section includes information on service changes planned for                                     along other major corridors in our service area.
     FY2021 through FY2023.
                                                                                                          Innovative Service Delivery
     Comprehensive Operational Analysis (COA)                                                             With the proliferation of Transportation Network Companies (TNCs) such as Uber, Via, and
     Foothill Transit and the transit industry in general have been experiencing ridership declines       Lyft, Foothill Transit will look into possible partnerships to solve the first/last mile barrier
     over the last four years, and the decline has been compounded by the current COVID-19                which may be preventing people from using the transit system. Foothill Transit, in partnership
     pandemic. In light of this, a COA focused on meeting customers’ unmet needs and improving            with Metro, has implemented a Mobility on Demand (MOD) pilot program whereby customers
     overall efficiencies in the transit system is proposed. Foothill Transit’s last COA was completed    within a two- mile radius of El Monte Station can utilize services provided by Via to get to and
     before the implementation of the Gold Line extension 2A from Pasadena to Azusa and included          from the station. If the pilot is successful, it could serve as a model for other locations within
     service options to improve connections to the rail line. The main goal of the planned COA            the Foothill Transit service area to either replace low-productivity lines or provide coverage to
     will be to identify strategies to best address new travel patterns while improving the overall       areas where regular fixed route service would not be viable.
     customer experience. These goals can be achieved by addressing unmet needs, providing
                                                                                                          In addition, Foothill Transit will support and work with member cities that are interested in
     better service frequencies, and implementing strategies to improve overall system speed. A
                                                                                                          forming partnerships with TNCs to provide MOD or microtransit service within their cities.
     good portion of this study will also focus on better meeting our current customers’ needs while
     adhering to physical distancing requirements and providing a service delivery ramp up plan that
     can be implemented as these requirements are eased.
                                                                                                          Major Corridor Study
                                                                                                          Based on ridership surveys administered by a Comprehensive Operational Analysis (COA)
                                                                                                          completed in 2016 and reports studying the decline in transit ridership, customers want to
     Line Productivity
                                                                                                          reach their destinations faster. Ridership studies also showed customers are averaging 11
     The COVID-19 pandemic has greatly impacted ridership and as we enter the (coexist) phase
                                                                                                          miles per bus trip indicating they use the services for longer travels. During the upcoming
     where agencies must adhere to social distancing requirements, the need to provide efficient
                                                                                                          fiscal year, Foothill Transit will work with Metro on a study to explore possible corridors within
     service is amplified. In response to this, our team will look at all lines and schedules to ensure
                                                                                                          the service area that can support service similar to bus rapid transit or skip-stop service.
     routes are efficient, productive, and meeting essential transportation needs. We will apply the
                                                                                                          Implementing these types of services along major corridors will improve overall travel times
     adopted Planning Service Standards, ensure service levels are as such to maintain proper social
                                                                                                          and get customers to their desired destinations faster.
     distancing, and recommend changes to improve productivity and bring lines closer to the
     adopted service standards. Some examples of these changes include adjusting frequencies of           Bus Signal Priority Expansion
     non-productive lines to increase frequencies on other lines that exceed the capacity limit and       As part of the effort to increase service speeds and reliability, Foothill Transit will work to
     the possible introduction of separate Saturday and Sunday schedules to ensure appropriate            expand its bus signal priority (BSP) network. BSP slightly adjusts signal light timing when a
     levels of service are provided to customers on each of those days.                                   bus approaching the signal is running behind schedule to help get the bus back on schedule.
                                                                                                          The corridor along Colorado Boulevard and Huntington Boulevard is in the process of getting
     Creation of Frequent Transit Network                                                                 the equipment installed which will benefit Line 187 and the recently implemented Lines 860
     Frequent Transit Network Routes will be those Foothill Transit routes with the highest
                                                                                                          and 861 servicing the City of Duarte. The planned expansion will include Amar Boulevard
     frequency. Route frequency will be informed by ridership and productivity. Lines 187, 188,
                                                                                                          which will benefit Line 486 - the main line serving Mt. San Antonio College and Cal Poly
     190, 194, 280, 291, 486, 488, and Silver Streak are Foothill Transit’s most frequent and most
                                                                                                          Pomona. The expansion of the system will also help improve system efficiencies, keep the
     productive lines. Each of these lines have market potential to support higher levels of
                                                                                                          system on schedule, and improve the overall customer experience. This will also benefit
     service due to an appropriate mix of population, employment density, and connections to
                                                                                                          customers unable to board buses due to new capacity limits caused by social distancing so
     other local and regional services. Together, these routes create a grid of North/South and
                                                                                                          customers will know when the next bus will arrive.
     East/West connections that traverse the Foothill Transit service area along its most heavily
     travelled corridors. Market research has shown that 12 minute service or better offers enough        Gold Line Extension Phase 2B – Azusa to Pomona
     convenience so that customers no longer need a schedule to plan their trips, thereby attracting      The 2016 COA provided the framework for connections to the first Gold Line extension. With
     more riders to the system. The frequent network is also key to enhancing the overall customer        the second extension of the Gold Line currently in construction, Foothill Transit will look at
     experience, with lower capacity limits on the buses due to social distancing mandates,               connections to the new Gold Line stations in the cities of Glendora, San Dimas, La Verne,
     customers will not have to wait long for the next bus.                                               Pomona, Claremont, and Montclair. Foothill Transit will work with the cities in station design
                                                                                                          to ensure convenient bus-to-train interface. Similar to when the first Gold Line extension -
     One key to success for a Frequent Transit Network is ensuring that customers can rely on
                                                                                                          Pasadena to Azusa - went into operation, Foothill Transit will make the necessary service
     a consistently high level of service. Future plans include implementation of frequent transit
                                                                                                          adjustments to meet demand.

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Foothill Transit Business Plan and Budget FY 2021

     Service Changes CONTINUED                                                                         Pomona Steam Bay Lift Replacement
                                                                                                       Both operation and maintenance facilities are equipped with a steam bay for
     Inter-County Service Improvements                                                                 undercarriage washing that uses a bus lift. The existing bus lift at Pomona is no longer in
     Both Orange County Transportation Authority (OCTA) and the Southern California Association        working order and is in need of replacement. The scope includes removal and disposal
     of Governments (SCAG), on behalf of San Bernardino, have conducted studies looking                of the existing parallelogram lift and replacement with a new parallelogram lift for
     specifically at inter-county travel between Los Angeles County and Orange or San Bernardino       undercarriage steam cleaning.
     counties. Upon completion of the studies, Foothill Transit will work with each governing agency
     to identify at options to improve cross-county travel.                                            Arcadia-Irwindale Bus Wash Retrofit & Steam Bay Lift
                                                                                                       Foothill Transit is in the process of acquiring its first two double deck buses in 2020. This
     Major Capital Projects                                                                            project will retrofit the existing Arcadia-Irwindale bus wash facility to accommodate taller
                                                                                                       double deck buses and add a steam bay lift for more effective undercarriage cleaning for
     Proposed For the Next Three Years                                                                 the entire bus fleet.
     This section includes information on capital projects for FY2019-2020
                                                                                                       Mount San Antonio College Transit Center
     through FY2021-2022.
                                                                                                       Mt SAC is served by five Foothill Transit bus routes with a number of stops at the
                                                                                                       perimeter of the campus. Existing bus stops around the campus provide minimal
     Bus Replacement
                                                                                                       amenities and student ridership to and from the campus is a significant segment of
     Foothill Transit will continue to replace the oldest coaches in its fleet. The 1600- and
                                                                                                       Foothill Transit’s overall ridership. As such, the proposed project will consolidate existing
     1700-series buses, which were purchased in 2006 and 2009, respectively, will be over 12 years
                                                                                                       bus stops around the campus into an off-street facility on the Mt San Antonio College
     old and will have accumulated more than 500,000 miles in service. In addition, the CNG tanks
                                                                                                       campus. The transit center is planned to be a 10-bay transit center with amenities to
     on the 1600-series buses will expire in 2021. The 1600-series buses are 60-foot articulated
                                                                                                       enhance the bus rider experience.
     coaches, and they will be replaced with new 60-foot articulated, compressed natural gas
     (CNG) buses at the end of 2020. Foothill Transit also plans to replace the 1700-series buses
                                                                                                       West Covina Transit Center
     with hydrogen fuel cell buses.
                                                                                                       West Covina is at the center of Foothill Transit’s service area. In particular, West Covina
     Bus Fleet Heavy Maintenance                                                                       Parkway on the south side of West Covina Plaza is a major transit corridor with multiple
     As the coaches accumulate 300,000 miles, they will undergo a heavy maintenance program            local and commuter express lines serving the corridor. Current bus stop amenities along
     that will include re-powering and transmission overhaul to provide more efficient and cost        West Covina Parkway are inadequate and parking for Foothill Transit Customers is limited.
     effective service. The heavy maintenance program mitigates mechanical bus failures, improves      In light of the condition of existing transit amenities, ridership volumes and corresponding
     on-time performance, and reduces customer complaints. Approximately 90 buses will                 parking demand generated in the area, Foothill Transit is in discussions with the City of
     undergo heavy maintenance over two fiscal years, FY2021 and FY2022.                               West Covina and the owners of the mall on possible improvements including a transit
                                                                                                       center facility along West Covina Parkway. A shared use parking facility and transit center
     Hydrogen Fuel Cell Charging Station                                                               location will be discussed as part of the transit center development.
     In order to demonstrate 20 fuel cell buses in 2022, a hydrogen fueling facility will need to
     be constructed to accomodate 20 fuel cell buses. A consultant will be hired to assist in the
     development, design, and installation of the necessary facility upgrades. The fueling station
     will be completed by late 2021 prior to the delivery of the fuel cell buses in 2022.

     Facility Rehabilitation, Repair and Maintenance
         Arcadia HVAC and Roof Replacement
         Replacement of the HVAC system including package air units and split system units
         original to the facility built in 2002 are scheduled in FY2021.

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03
KEY PERFORMANCE
      INDICATORS
Foothill Transit Business Plan and Budget FY 2021

     Overall System Statistics                                                                        Goals and Performance Standards

     Analysis

       Passenger Boardings and Fare Revenue
       Passenger boardings are projected to decrease during FY2021 when compared to the
       actual results for FY2019 and the estimates for FY2020 as the COVID-19 pandemic
       continues to impact ridership.

       In March 2020, Foothill Transit implemented rear-door boarding to provide distance
       between the passengers and the bus operators. As a result, no fares were collected for the
       remainder of FY2020. In early FY2021, Foothill Transit will begin installation of protective
       driver barriers on 100% of the fleet. It is anticipated that fare collection will resume in
       January 2021.

       Vehicle Service Hours and Operating Expenses
       The vehicle service hours estimate for FY2020 is less than the previous year mainly due to
       the recent service reduction during the COVID-19 pandemic. In FY2021, total service hours
       are projected to decrease over the FY2020 target. This is primarily due to changes in the
       express routes that took place during the March service change, the start of routes 498
       and 493 were changed, and route 497 was cancelled.

       Operating expenses are proposed to increase over the current year budget to accommodate
       the contractually required escalation and additional expenses that include increased CNG
       fuel costs, an increase of electricity costs as more electric buses are in operation, and
       increased janitorial services due to the COVID-19 pandemic.                                    Performance indicators are established annually based on projections of total vehicle service
                                                                                                      hours, ridership, revenues, and expenses. The estimated boardings per vehicle service hour,
                                                                                                      farebox recovery ratio and cost per vehicle service hour are derived directly from overall
                                                                                                      system statistics, while other indicators are estimated based on historical data and current
                                                                                                      events. Each indicator is discussed on the following page.

26                                                                                                                                                                                                    27
Foothill Transit Business Plan and Budget FY 2021

     Analysis                                                                                             Boardings per Vehicle Service Hour
                                                                                                          Boardings per service hour for FY2020 is estimated at 11.56, which is under the target
       Preventable Collisions per 100,000 Miles                                                           of 13.15 boardings per vehicle service hour. This is a primarily a result of the decrease in
       Foothill Transit’s first priority is safety. Foothill Transit is projected to end FY2020 at 0.83   ridership that we experienced due to the COVID-19 pandemic.
       preventable vehicle collisions per 100,000 miles, which is slightly above the annual goal
       of 0.80 preventable vehicle collisions per 100,000 miles. Preventable vehicle collisions           The FY2021 boardings per service hour target will decrease to 8.67. This target anticipates
       include any preventable collision that has occurred on the road whether the bus is in or out       a decrease in ridership, as we strive to recover from the effects of the COVID-19 pandemic
       of revenue service and preventable collisions that occur off-street at transit centers or bus      and implement efforts to regain ridership.
       stations are also included. While there was an increase in preventable vehicle collisions in
       September and October, performance has shown measurable improvement in recent months.              Average Weekday Boardings
                                                                                                          In FY2020, Foothill Transit carried an estimated average of 32,556 boardings each
       The target for preventable vehicle collisions per 100,000 miles for FY2021 will remain             weekday. This is under the target of 38,700 average weekday boardings and is comparable
       the same at 0.80. This rigorous target is set to ensure continued focus on safety while            to recent bus ridership declines nationwide.
       acknowledging the high level of traffic congestion in the Los Angeles basin.
                                                                                                          In FY2021, average weekday boardings are projected to decrease as a result of the
       Schedule Adherence                                                                                 COVID-19 pandemic impact on overall ridership, with a proposed target of 36,330 average
       Throughout FY2020, roadway construction projects throughout the Foothill Transit service           weekday boardings.
       area continued to impact travel time and schedule adherence. The most significant of
       these is continuing construction along Interstate 10, which travels through the heart of           Farebox Recovery Ratio
       the Foothill Transit service area and is a primary connection between the San Gabriel              Farebox recovery ratio is one of the two indicators used to measure efficiency by evaluating
       Valley and downtown Los Angeles. In relation to schedule adherence, verifying the on-              total fare revenue as a percentage of total operating expenses. The FY2021 farebox recovery
       time performance data has been a priority for Foothill Transit. This includes evaluating           ratio target of 6.3 percent reflects a decrease in fare revenues due to the Coronavirus and an
       GPS positioning of each time point to accurately reflect the bus arrivals and departures.          increase in operating expenses compared to the FY2020 target.
       Projected on-time performance for FY2020 is 74 percent.
                                                                                                          Average Cost per Vehicle Service Hour
       The FY2021 target for schedule adherence is set at 75 percent. With the OTP data available         Average cost per vehicle service hour is the ratio between overall operating expenses
       from the SMARTBus system, we can now better monitor low performing routes and work                 and planned service hours during the year. The target for FY2021 is $123.64. This is four
       with both operations and maintenance contractors to identify areas of improvement.                 percent increase compared to the current year estimate, resulting from a projected
                                                                                                          increase in total operating expenses and a decrease in total service hours.
       Average Miles between Technical Roadcalls
       In FY2020, Foothill Transit is projected to average 13,900 miles between technical roadcalls,      The increase in operating expenses is directly related to an increase in contracted
       above the performance target of 11,250 miles. This newly adopted measure tracks any                expenses, increased fuel costs for both CNG and electricity, increased janitorial services,
       mechanical breakdown that occurs, whether a bus is in revenue service or not.                      and increased bus monitoring. Total service hours are estimated to decrease from the
                                                                                                          FY2020 target due to the elimination of Line 497 and rerouting of Lines 493 and 498,
       The target for average miles between technical roadcalls for FY2021 is proposed at 13,000          compared to the FY2020 target.
       miles. During FY2021, many buses will undergo heavy maintenance as they accumulate
       300,000 miles and new CNG buses will be added to the fleet in the end of 2020 to replace
       the older fleet.

       Complaints per 100,000 Boardings
       So far in FY2020, Foothill Transit has received fewer total number of complaints in
       comparison to the same time in FY2019. This is mainly due to a drop in overall number of
       complaints related to safety, fares, and schedule adherence. The agency is projected to
       receive 16.7 complaints per 100,000 boardings at the end of this current fiscal year, which is
       lower than the goal of 20 complaints per 100,000 boardings.

       The target for FY2021 is proposed at 18 complaints per 100,000 boardings.

28                                                                                                                                                                                                         29
04
AGENCY INITIATIVES
Foothill Transit Business Plan and Budget FY 2021

     FY2020 Completed Agency Initiatives                                                               FY2021 Initiatives
     DuartEBus                                                                                         Comprehensive Operational Analysis (COA)
     On April 1, 2019, Foothill Transit began operating the new extended-range electric duartEbus      A comprehensive operational analysis (COA) is designed to examine and evaluate a transit
     service on Lines 860 and 861. The Monday - Saturday service operates three 35-foot battery-       system to determine where improvements can be implemented to make transit operations
     electric buses that are charged at the Arcadia operations and maintenance facility before         more effective and efficient across the network.
     being placed into service. After months of planning and coordinating with Duarte staff,
     procurement of the buses, outreach to the community, coach operator training, and much            There may be numerous factors that contribute to the effectiveness or ineffectiveness of a
     more, the three-year pilot with the City of Duarte was launched on April 1, 2019, replacing       route, just as there can be many possible solutions to the issues that need to be addressed.
     the city’s former free-fare transit program. The duartEbus features a unique livery design        The primary goal of a COA is to focus on where improvements in productivity and efficiency
     that reflects the special partnership between the City of Duarte and Foothill Transit while       of transit operations are most reasonable, based on a thorough analysis of the existing
     highlighting the City’s commitment to a zero-emissions and sustainable transit service.           system’s characteristics and the land use context that may have changed over time. These
                                                                                                       factors inform the decisions on where resources should be intensified, reallocated, or
     CAD/AVL System Replacement                                                                        discontinued. A COA assists transit agencies in evaluating the changing environments in
     The final stages of system design of the new Computer Aided Dispatch/Automatic Vehicle            which they operate and is generally recommended to be completed every three to five years.
     Location (CAD/AVL) system were completed. This system includes enhancements to better
     monitor on-street service in real time, while providing additional data for use by Foothill       Foothill Transit’s last COA was completed in March 2016. The current COVID-19 pandemic has
     Transit customers as well as by agency staff for system planning and reporting purposes.          caused many customers to alter their work schedules and travel patterns. These changes,
     Additionally, a first-of-its-kind Voice over Internet Protocol (VoIP) communications system       along with reduced maximum capacities onboard the vehicles will need to be studied to
     was installed. While the project is in its final implementation stages, it was designed with      determine how best to meet the changing needs of the communities we serve.
     some flexibility to continue to be enhanced and refined based on business needs and
     additional technological advancements.                                                            ExpressLanes Operations
                                                                                                       Construction of the HOV lanes between I-605 and SR-57 have been underway, with
     Covina Transit Center and Park & Ride                                                             completion scheduled for 2021. To ensure effective traffic flow and transit service operation
     Foothill Transit partnered with the City of Covina and a private developer to develop and         when the lanes open, it is critical that the occupancy requirement mirror the three-person
     construct the Covina Transit Center and Park & Ride. The project involved the redevelopment       peak occupancy requirement of the busway portion of the lanes. Staff will work with Metro,
     of the project site with a City component to include an event center and professional office      Caltrans, and our state delegation to pursue operating rules and/or legislation that will
     space, residential units, and a transit component. The Park & Ride consists of a three-level      increase the effectiveness of these lanes.
     parking structure, bus bays, and provisions for electric bus charging stations to accommodate
     Foothill Transit buses. Foothill Transit launched Express Line 490 service that serves the        Fare Technology
     Covina Transit Center and Park & Ride on March 1, 2020.                                           Advancements in fare payment technology are being implemented throughout the world and
                                                                                                       customers in the Los Angeles area are eager to see a simpler, more streamlined fare collection
     Fare Restructuring Implementation – Phase II                                                      system implemented locally. Working with the selected vendor, Foothill Transit will begin the
     In October 2017, Phase I of Foothill Transit’s two-phase fare restructuring was implemented.      implementation of a three-year pilot program to adopt a mobile ticketing solution which can
     Phase I consisted of a simplification of the fare structure and the introduction of a day pass.   be adopted in addition to the countywide TAP program.
     The Board also authorized the second phase of the fare restructuring, which was implemented
     in September 2019. Phase II involved a pricing adjustment across the entire fare structure to     Zero-Emissions Fleet formerly Fleet Electrification
     help meet our long term financial goals. The fare restructuring was considered successful.        In 2010, Foothill Transit deployed three Proterra battery electric buses into revenue service
                                                                                                       and became the first transit agency in the nation to deploy fast-charge, all-electric buses into
                                                                                                       regular service. Over the last ten years, we have gained valuable experience and knowledge
                                                                                                       operating the electric fleet, which has now grown to 33 coaches. The necessary electric
                                                                                                       charging infrastructure for Foothill Transit’s first 14 extended-range electric coaches was
                                                                                                       completed in the winter of 2019 allowing the charging of extended-range buses at the Arcadia/
                                                                                                       Irwindale yard. The Burns and McDonnell Report issued in September 2019 showed the high
                                                                                                       cost of infrastructure to electrify our entire fleet, impacts on operations, complicated charging
                                                                                                       protocols to name a few necessitates us to investigate other zero-emissions technologies. This
                                                                                                       work will proceed in FY2021 with a consultant to develop a fuel cell strategy.

32                                                                                                                                                                                                         33
Foothill Transit Business Plan and Budget FY 2021

     FY2021 Initiatives CONTINUED                                                                           Website Redesign
                                                                                                            Foothill Transit first established its Internet presence in October 1998. Since then,
     Fuel Cell Bus Procurement                                                                              foothilltransit.org has undergone complete redesigns in 2000, 2005, 2007, 2009, 2012,
     Foothill Transit has been the leader in the deployment of zero-emission bus technology                 and 2014, with several smaller updates in between to include new technologies, branding,
     around the United States. In conjunction with Foothill Transit’s plan for fleet electrification,       services, and campaigns. Online industry standards advise updating or overhauling a business
     Foothill Transit plans to further its deployment of zero-emission technology and will begin the        website presence every three to four years. Since our last website redesign, Foothill Transit
     procurement process for 20 zero-emission hydrogen fuel cell buses. The buses are expected to           has adopted new CAD/AVL technology in our fleet that significantly upgrades the quality and
     be delivered in FY2022 and deployed onto Foothill Transit Line 486 from Pomona to El Monte.            delivery of important information to our customers. A redesign of the website will incorporate
                                                                                                            this and other new technologies to evolve the agency’s primary online asset and improve the
     Mobility as a Service (MaaS)                                                                           customer experience.
     The first/last mile of a customers’ trip is one of the biggest challenges facing transit agencies
     today. The challenge is identifying how best to get customers from home or work to bus
     stops or Transit Centers. These trips may not be productive enough to warrant a dedicated
     bus route or the area may not be suited for a 40-foot bus. Many agencies have partnered
     with various transportation network companies (TNCs), such as Uber and Lyft, which provide
     shared rides or with an active transportation company like Bird or Lyme to provide bikes and
     scooters to help customers get to and from bus stops. Foothill Transit is currently a partner
     with LA Metro piloting on-demand service provided by Via for passenger trips to and from the
     El Monte Station. Foothill Transit is also working closely with LA Metro to identify a possible
     site for microtransit service within a specified zone. As Foothill Transit looks to develop more
     high quality transit corridors, it will likely be most beneficial to rely more heavily on member
     cities to provide the first/last mile service for its residents. Foothill Transit will work with its
     member cities and neighboring agencies such as Pomona Valley Transportation Authority
     (PVTA) to help develop the partnerships with transportation companies.

     Mt. SAC Transit Center
     With the success of the Class Pass program at Mt. SAC, the development of a transit center
     on campus continues to move forward. Mt. SAC is one of the largest trip generators in the
     Foothill Transit system with a limited number of high-quality bus stops. Foothill Transit
     was awarded a federal grant for the construction of this transit center. The development
     of this facility is underway and the plans include ten transit bays with covered bus shelters
     for customers. Mt. SAC plans to build a pedestrian bridge over the Transit Center. Hence,
     additional coordination is required with the College to incorporate pedestrian bridge
     foundation design inside the transit center footprint. Concept design and environmental
     studies were completed in December 2018, Plan Check is anticipated for approval by the
     Division of State Architects by May 2020. Due to the overhead bridge project being built
     simultaneously, the transit center will be constructed in two separate phases. The anticipated
     start of construction for Phase 1 is December 2020 with completion slated for Fall 2022.

34                                                                                                                                                                                                           35
05
     FUNDING SOURCES
37
Foothill Transit Business Plan and Budget FY 2021

     Funding Sources                                                                                    Metro ExpressLanes Net Toll Revenue Reinvestment Grant Program
                                                                                                        Metro ExpressLanes Net Toll Revenue Reinvestment Grant Program is funded by toll
     Foothill Transit is funded with state and local sales tax funds, federal                           revenues collected from the use of the ExpressLanes on the I-10 and I-110 corridors. Grant
     transportation funds, and farebox revenues.                                                        funds are invested in projects and programs that provide direct mobility benefits to the
                                                                                                        I-10 and I-110 ExpressLanes within a three-mile radius. The primary objective of the Net
     The majority of funds are transportation subsidies allocated by the Regional Transportation        Toll Revenue Program is to increase mobility and person throughput via implementation
     Planning entity (LA Metro) to Los Angeles County fixed-route transit operators through             of integrated strategies that enhance transit operations, transportation demand
     the Formula Allocation Procedure (FAP) and the Capital Allocation Procedure (CAP). The             management, transportation systems management, active transportation, and capital
     FAP uses vehicle service miles and passenger revenues to apportion the available revenues          investments in the I-10 and I-110 corridors.
     into percentage shares. The CAP uses total vehicle miles and active fleet size (National
     Transportation Database data) to apportion the shares. The sources of funds are discussed in     State Resources
     the following sections.
                                                                                                        Transportation Development Act (TDA) Article 4
     Los Angeles County Resources                                                                       TDA is a statewide one-quarter cent sales tax that is deposited into the State Local
                                                                                                        Transportation Fund. TDA funds are eligible for capital and operating expenses.
        Proposition A 40% Sales Tax Funds
        Proposition A is a Transit Operations voter approved one-half cent Los Angeles county           State Transit Assistance Funds (STA)
        local sales tax ordinance. These funds may be used for bus operations or capital. This          STA is a statewide excise tax on fuel, the funds are eligible for use on transit capital and
        source also funds the Prop A Bus Service Continuation Program (BSCP).                           operating expenses.

        Proposition C 40% Discretionary Sales Tax Funds                                                 SB-1 (State of Good Repair Program)
        Proposition C is a 1990 voter approved one-half cent Los Angeles County sales tax               The Road Repair and Accountability Act of 2017, Senate Bill (SB) 1 (Chapter 5, Statues
        ordinance. The funds are allocated to the regional transit operators through the following      of 2017), signed by the Governor on April 28, 2017, includes a program that will provide
        LA Metro Board adopted programs: 1) Municipal Operator Service Improvement Program              additional revenues for transit infrastructure repair and service improvements. SB
        (MOSIP); 2) Bus System Improvement Plan Overcrowding Relief on Lines 480, 481, and              1 emphasizes the importance of accountability and transparency in the delivery of
        the Silver Streak; 3) Transit Service Expansion on Line 690; 4) Base Restructuring on Lines     California’s transportation programs. This investment in public transit is referred to as
        497 and 498, and local Saturday service on various lines; and, 5) Prop 1B Bridge funding        the State of Good Repair program. This program provides funding of approximately $105
        eligible for public transportation modernization improvements, service enhancements, and        million annually to the State Transit Assistance (STA) Account. The funds are distributed
        security expenditures. The Prop C 40% funds are eligible for transit operations and transit     to transit agencies throughout the State according to the STA formula. These funds are
        capital.                                                                                        available for eligible transit maintenance, rehabilitation and capital projects.

        Proposition C 5% Transit Security                                                               Low Carbon Transit Operations Program (LCTOP)
        These funds are specifically intended to improve transit security. They are distributed to      LCTOP is funded by auction proceeds from the California Air Resource Board’s (ARB)
        county transit operators based on total unlinked passenger trips.                               Cap-and- Trade Program and deposited into the Greenhouse Gas Reduction Fund (GGRF).
                                                                                                        This program is a component of the State of California budget (by Senate Bill 852 and
        Measure R 20% Bus Operations                                                                    Senate Bill 862) with a goal of reducing greenhouse gas emissions. These funds are
        Measure R is a 2008 voter approved Los Angeles County sales tax ordinance. These funds          eligible for transit operating and capital projects that reduce greenhouse emissions.
        are eligible for bus operating and capital expenses.
                                                                                                        Transit and Intercity Rail Capital Program (TIRCP)
        Measure M 20% Bus Operations                                                                    TIRCP was created by Senate Bill 862 (Chapter 36, Statutes of 2014) and modified by
        Measure M is a 2016 voter approved Los Angeles County sales tax ordinance. These funds          Senate Bill 9 (Chapter 710, Statutes of 2015) to provide grants from the Greenhouse
        are eligible for bus operating and capital expenses.                                            Gas Reduction Fund to fund transformative capital improvements that will modernize
                                                                                                        California’s intercity, commuter and urban rail systems, and bus and ferry transit systems
                                                                                                        to reduce emissions of greenhouse gases by reducing congestion and vehicle miles
                                                                                                        travelled throughout California.

38                                                                                                                                                                                                     39
Foothill Transit Business Plan and Budget FY 2021

     Funding Sources CONTINUED                                                        Federal State of Good Repair Program (Section 5337)
                                                                                      State of Good Repair funds must be used either to maintain system infrastructure for
       Public Transportation Modernization Improvement and Service                    buses or rail operating on exclusive transportation right-of-way or to maintain buses
       Enhancement Account (PTMISEA)                                                  operating on lanes not fully reserved for public transportation. These funds are allocated
       PTMISEA (also known as Prop. 1B) is a ten-year statewide general               through the CAP. They are capital funds used to maintain, replace and rehabilitate vehicles
       obligation bond eligible for use on transit capital.                           and transportation equipment. They require 20 percent local match.

       Carl Moyer Memorial Air Quality Standards Attainment Program                   Federal Congestion Mitigation and Air Quality (CMAQ)
       (Carl Moyer Program)                                                           These funds are programmed for cost-effective emission reduction activities and
       The Carl Moyer Program is funded through tire fees and smog impact             congestion mitigation projects that provide air quality benefits. They require 20 percent
       vehicle registration fees. It reduces air pollution from vehicles and          local match.
       equipment by providing incentive funds to purchase cleaner than legally
       required engines, equipment, and emission reduction technologies.            Non-Subsidy Resources
       It also achieves reductions in emissions of key pollutants which are
       necessary for California to meet its clean air commitments under               Auxiliary Revenue
       regulatory requirements.                                                       Foothill Transit has operated park & ride shuttle service for the Rose Bowl, Hollywood Bowl,
                                                                                      and the L.A. Marathon for a number of years. These special services revenues will decline
     Federal Resources                                                                significantly in FY21 in line with the associated reduced costs of providing these services.

       Coronavirus Aid, Relief, and Economic Security (CARES) Act
       The Coronavirus Aid, Relief and Economic Security Act was passed by
       Congress and signed into law on March 27, 2020. The bill includes $25
       billion for public transit agencies throughout the United States. Foothill
       Transit was allocated $33 million of CARES funds. These funds are
       eligible for opertating expenses, capital expenses, and COVID-19 related
       procurements.

       Federal Urban Area Formula Program (Section 5307)
       These funds are allocated by the Federal Transit Administration to Los
       Angeles County transit operators based on a capital allocation formula
       consisting of total vehicle miles, number of vehicles, unlinked boardings,
       passenger revenue and base fare. They are used for capital procurements
       or preventive maintenance expenditures. These funds require a 20
       percent local match.

       Federal Buses and Bus Facilities and Low-or No-Emission Program
       (Section 5339)
       The Grants for Buses and Bus Facilities program (49 U.S.C. 5339) makes
       federal resources available to States and direct recipients to replace,
       rehabilitate and purchase buses and related equipment and to construct
       bus-related facilities including technological changes or innovations
       to modify low or no emission vehicles or facilities. Funding is provided
       through formula allocations and competitive grants. A sub-program, the
       Low- or No-Emission Vehicle Program, provides competitive grants for
       bus and bus facility projects that support low and zero emission vehicles.

40                                                                                                                                                                                   41
06
     BUDGET SUMMARY
43
Foothill Transit Business Plan and Budget FY 2021

     Revenue Summary                                                                          Expenditure Summary
                                                   FY2020 BUDGET           FY2021 BUDGET                                                       FY2020 BUDGET          FY2021 BUDGET

       Operating and Other Revenues                                                              Operating and Other Expenses

                                                                                                 Transit Operating Expenses

                                                                                                 Non-Operating Expenses

                                                                                                Total Operating and Non-Operating Expenses

                                                                                                 Expenditures

                                                                                                 New Capital Programs (annual)

                                                                                                 Existing Capital Programs (annual)

                                                                                                 Total Capital

       Total Budgeted Expenditures                                                               Total Budgeted Expenditures

     Funding Assumptions                                                                      Expenditure Assumptions
       - Farebox revenues decrease due to the coronavirus                                       - Transit operating expenses increased by 3.7 percent over prior year budget
       - Capital Revenues include formula and competitive grants                                - Continue fleet replacements for 44 CNG buses
       - CARES Act funds will fund operating expenses                                           - Complete heavy maintenance on 30, 2100-series CNG buses; this includes heavy
                                                                                                  maintenance and transmission overhaul
                                                                                                - Begin construction of Mt. SAC Transit Center

                 1%                                                                                         1%
                                                                                                                  4%
                                                        Special Service/Property Management                                                            Non-Operating Expenses

                                   45%                                                                                            41%
                                                        Operating Subsidies                                                                            Transit Operating Expenses

                  $ 196,802,555                                                                                  $ 196,802,555
                                                        Fare Revenue                                                                                   Existing Capital Pr
                                                                                                                                                                         ograms
           51%                                                                                          54%
                                                        Capital Revenues                                                                               New Capital Programs

                                   3%

44                                                                                                                                                                                         45
Foothill Transit Business Plan and Budget FY 2021

     Operating Expenses by Department                                             Capital Summary
                                          FY2020 BUDGET           FY2021 BUDGET                                            FY2020 BUDGET        FY2021 BUDGET

         Transit Operating Expenses                                                NEW Capital Programs
         Customer Service & Operations
                                                                                   Buses/Fleet Maintenance
      Maintenance & Vehicle Technology
                                                                                   Facilities Construction/Maintenance
          Marketing & Communications
                                                                                   Information Technology
               Information Technology

                        Administration                                             Total NEW Capital Programs

                         Procurement                                               Existing Capital Programs
                 Government Relations                                              Buses/Fleet Maintenance
                              Finance                                              Facilities Construction/Maintenance
                             Planning                                              Information Technology
                             Facilities                                            Total Existing Capital Programs
              Total Operating Expense                                              Total Capital

      Non-Transit Operating Expenses
                 Property Management

                      Special Services

         Total Non-Operating Expenses

                    Total Expenditures

                                1%
                       14%
                                                                                                             20%
                                                Customer Service and Operations

                                                Non-Operating Expenses
                $ 107,380,420                                                                      $ 89,422,135    10%
                                                Other Departments

                                                                                          70%

                      85%

46                                                                                                                                                                     47
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